Lisa Mo Wagner

Telus is one of Canada's biggest telcos, but small businesses still had to interact with a salesperson if they wanted to use their services. When the project started, their only option was to fill out a simple lead form with no information about the phones or plans or the possibility of ordering online.

I facilitated a design sprint to solve the problem of enabling small business customers to buy multiple phones and plans at once. This was challenging because of all the different phones and the options with various plans. The order matrix had to be simplified, so we created one extra step and decided to implement all other order steps by leveraging the existing infrastructure of the B2C mobile products that our team had already built.

I created a roadmap with several steps from zero to full implementation that would allow us to release parts of the project, collect data, and improve those parts as we finished the bigger project.

Even in the first iteration, we significantly increased the number of leads with a more interactive product page and an enhanced lead form.

The established German publishing house, Süddeutsche Verlag, and the high-end design furniture manufacturer, MAGAZIN, wanted to create something beneficial for them.

In a full-day custom workshop I designed, we explored the possibilities for co-creation. The attendees were the representatives of the two companies and influential creators, and subject matter experts. Both companies introduced their expert knowledge about their customers to confirm the assumed overlap. Then we generated goals and desired outcomes for everyone.

Based on those goals, we ideated what this co-creation could look like and concluded to create a small line of unique furniture that could make the customers' reading area cozier and create an obvious connection to the large newspaper.

The energy provider Innogy had recently moved their online marketing efforts from external agencies to an in-house digital hub staffed with people who have worked closely with agencies to create mostly landing pages and some other marketing-related online content.

The structure and the processes of the new department did not work as smoothly as expected. Several business consultants were hired to help with that, and I joined to run some workshops and generate faster results.

I ran several workshops with project managers and content strategists to align them and create structure, processes, and meeting agendas to help with alignment, focus, and clear responsibilities.

Small business owners do not have the time and often lack the knowledge for thorough financial planning. Based on this finding, we created a concept for the liquidity management tool. It would take the available data and return an easy-to-understand overview of a company's financial situation, past cash flows, predictions, and actionable insights.

We launched the first version in May 2020 and rolled it out to the existing customers of a lending product. We saw a 25% feature adoption rate.

Based on the interaction analytics and recordings, we improved the experience. We created more entry points, which helped us achieve a 200% increase in user growth inside a closed group within six months. We're planning to launch the product to the general public with the validated idea.

I built the product strategy based on the company's product vision, created an outcome-based roadmap for the next 3-12 months, and led discovery efforts and delivery.

We used rapid prototyping and OKRs to move quickly in the right direction.